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Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
Town hall november 2013
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Town hall november 2013

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  • MATT MUST SAYSWelcome everyone Remind folks that they can submit a question at any time at town.halls@williamoslerhs.ca.Remind them that there is a slight delay in the online webcast so don’t wait to submit your questions!!
  • MATT MUST SAYS Strategic Plan sets out an exciting and ambitious strategy for the next five years We have redefined who and what we are as an organization through our new Vision and Mission and revalidated Values Four strategic directions will help focus us on our priorities and guide us in more deliberate purposeful decision-making about our actions It also means there is lots of change going on within the organization as we align the work we do with our new strategy TALK ABOUT THE ENABLERS (OPERATIONAL PLANS) AND HOW THEY HAVE BEEN SHAPED BY THE STRATEGIC PLAN.The HR Plan is a critical foundation that supports the delivery of our strategic and operational plans.
  • MATT: MUST SAYS:Since we last met... We have implemented:CTAS 2 Redesign – at BCHMedical Model of Care- first phase with the Hospitalists and GIMsWhat are the next big things coming your way...well I wanted to highlight a few areas where we will spending a lot of our energy.... Ambulatory Care – leveraging our ethical resource allocation methodology and in alignment with the need to increase our focus on scheduled care, we are currently developing a framework to assess our current complement of ambulatory services. This, to ensure that we are meeting the needs of our patients, that our outpatient services are aligned to the CPP, and that we are optimizing partnerships with the community. Bed optimization strategies – we will be optimizing our current set of resources (beds) to align with the direction of the CPP, the need to focus on shifting the health system, and being purposeful about where we choose to allocate our resources. Why Optimize our Beds:Aligning capacity with demand and needs supports a sustainable health care systemOptimize clinical adjacencies, interdependencies, efficiencies Optimize models of carePrepare for our upcoming redevelopment activities Changes to highlight: Cohorting patients with similar needs: Nephrology; StrokeAligning bed compliment to utilization, as well as shifting resource to the outpatient setting: MHA; Paeds; PalliativeLeveraging synergies/alignment opportunities: Rehab (STAR); Palliative & OncologySite-specific programming: Rehab
  • MATT MUST SAYS As we shared with you in the Spring and during the rollout of our Clinical Priorities plan ... It is fundamental to our strategy is the shift from avoidable emergency visits and unscheduled patient admissions to scheduled outpatient activity This means we need to focus on plans and actions to change the service mix we offer to support this change This is the direction we need to take toward a more proactive and sustainable health care system.
  • MATT MUST SAYS: To support the move from unscheduled emergency visits and inpatient admissions to schedules visits we need to shift how we deliver services.At the last town hall we shared that we were going to make some staffing changes to support the implementation of the CPP and meet our budget for the year ahead At that time I said that we expected about 20 people to leave the organization As I shared in the Spring – we expected 2014-15 to be a challenging year and we began planning early to identify and implement strategies to minimize the implications of changes on our people. This included: holding vacancies, a hiring pause, offering early retirement and leveraging natural attrition as people decided to leave Osler for other opportunities. Based on what we know today, and on the assumptions that our finance team has developed (and they have a good track record) 67 people were affected across the organization and we expect about 5 people will leave Osler involuntarily. I wanted to put up these numbers and address them with you as we are hearing that many folks are hearing much larger numbers so let me break it down a bit... We worked with our Union Partners to offer both reassignments and targeted early retirements across a number of units – this was successful As mention 67 people were affected: (if you want to break it down further)30 ONA – we expect 3 people may leave the organization 16 CUPE – we expect 1 person may leave 3 Teamsters – we expect no one to leave 7 NUC – we expect one person may leave 11 NCNU – through the hiring pause – we were able to eliminate vacant positions and shift people around and as a result no one will be leaving We are projecting about 5 people will leave the organization. Residual bumping will continue over the coming weeks. So with these changes, we have wrapped up the changes we need to implement for CPP and 2014-15. This isn’t to say that no changes are coming – there are always shifts in our organization as we implement continuous improvements and projects that result in efficiencies – these types of activities will go on as normal.Chart attached – please note this chart in slides has been reviewed by Vinnie at 5:30 p.m. Wednesday and is slightly different than early chart (Matt-Lori discussion)
  • MATT: MUST SAY:At the same time we’ve made considerable progress on all aspects of our Strategic Directions this year. SD#1:Patient Summit:On October 23 we held our second annual Patient Summit the where patients have the opportunity to voice their opinions on the patient journey.30 patients came out to share their thoughts on the patient experience, the"ideal" first impression and what makes for a smooth transition from hospital back into the community.Expanded social mediaTo better connect with the community beyond our walls we’ve enhanced and expanded our social media platform in the last few months!We’ve recently added a CEO videoblog to the roster of ways we keep the community informed about what’s happening at Osler.SD#2:Our 2013-16 Clinical Priorities Plan the operational plan to achieve this strategyJo will provide an update on where we are at with the new Plan but suffice to say we are making progress on a number of fronts including: Medicine Model of Care, Ambulatory Care Review, Diabetes & vascular strategiesJo will provide more details shortlySD#3:Health LinksSecretariat resources on board in November; early focus on supporting Leads to enable care planning activitiesCW Health Links asked to present to HLs from across the province at upcoming MOHLTC Health Link Engagement Day – an opportunity to showcase our work to dateJoanne Flewwellling presented to a standing-room only crowd at OHA Health Achieve on November 5, 2013 – highlighting our collaborative work in the Central West LHINMatt Anderson also chaired a Health Links session at OHA Health Achieve, featuring Helen Angus (Associate DM, MOHLTC Transformation Secretariat) and other system leadersOur third Tele-Town Hall with partners was held on November 25 (this past Monday)Over 8,200 participated to learn more about health care services in our region.SD#4:Research ProgramThis year we’ve set a goal to develop a formal applied research strategy. Our Chief of Research, Ron Heslegrave has initiated a process to develop Osler’s Corporate Research Plan over the next several months, with input from stakeholders from across the organization as well as experts from other organizationsThe next step in is to develop a clear picture of the future state that we want to work towards –what kinds of research we want to focus on, and how this research can help us to deliver better care for patients and their families.Sessions have been held with managers, directors, and our Board of Directors.Expanding Academic PartnershipsOur Nursing and Professional Practice team has been actively developing our relationships with many colleges, including Humber and SheridanWe have also initiated discussions with multiple Colleges regarding opportunities to co-locate some of their health professional training programs within Osler’s facilities.  This presents an opportunity to formally share Osler’s best practices with students and to support the practical training of young professionals(Also mention) Student App ContestIn October we launched our nation-wide app contest “Kiss My App” for undergrad students with a $10k grand prize.Reached approx. 100 schools across CanadaApps will help benefit patient careWill be shortlisting the top 5 app proposals through Q3. The top 5 will go into design and development of the app.Winner will be announced next March.It’s just one of the new and different ways we’re connecting with others in the community and beyond.
  • If we look at our progress so far this year from a scorecard perspective, here is what it looks like.This year, there are a total of 34 indicators (previously 32).They are organized around the Strategic Directions (not previous quadrants).There are more ‘new’ indicators this year, where we are measuring ‘brand new initiatives’ (especially in SD 4). To name a few, some of these include:Primary C-section rateRepeat unscheduled ED visits for mental health conditions the number of nursing and professional practice staff acting as preceptors Readmission within 28 days to Osler for CHF, COPD, Diabetes And more.The ‘red/yellow/green status’ is measured this year based on Year To Date (YTD) results, not ‘by month’ – this is a change from previous.Green – 12Green circle -3 (HSMR, CPWC (one quarter data lag), LTC death indicator (one quarter data lag))Yellow – 4Red  - 8Red circle- 3 (NRC patient satisfaction, 30 day readmission to any facility, 90th percentile wait from hospital discharge to  CW-CCAC service initiation)White – 4 (in this case, this means indicators for which there is only annual data, so there will be no results until year-end)
  • Is there any questions. Open the floor for questions.Remind those of watching online can submit their questions now to town.halls@williamoslerhs.ca
  • ANN MUST SAYSThinking about where we need to go means reflecting on what we at Osler are doing to prepare for tomorrow.And how we will achieve what we are setting out to do.We have accomplished quite a bit just over the past few months.....
  • ANN MUST SAYSDescribe how each site functions today and where we will notionally be in next 10 years.Describe shifts to outpatients and what this looks likeUse examples of day surgery, minimally invasive procedures and preventative-focused medicine (wellness based)Acknowledge the shifts – increased (expensive) inpatients at BCH; increased outpatient volumes at EGH and outpatient focus in phase 1 of Peel Memorial with some inpatient activityWe are planning for volume growth across the organization at all sites and with our work on shifting our models of care to increase our scheduled visits and reduce our unscheduled – we will be looking at a shift in the percentage of funding for outpatient to inpatient care. This shift is highlighted in the slide and as you can seehighlight the shift to scheduled outpatient visits and reduce avoidable ED visits and inpatient admission The red circles demonstrate that most people understand that outpatient activity will shift from BCH to Peel versus from EGH to Peel and that BCH will focus high acuity and tertiary work (although there will still be ongoing outpatient work at Brampton as we continue down our shift in model of care). The gold box is to draw attention that in the future (once the inpatient bed are at Peel in Phase 2), Peel and Etobicoke will start to look more similar than BCH and EGH.
  • ANN MUST SAYSWhen it comes to creating a physical environment to deliver on our plans – facility planning is a foundational elementIt includes development of foundational documents that focus us on the future Implementation of PMC and EGH redevelopment projects and continuing to evolve and expand services at BCH.The connectivity of our three sites and how they will support integrated careWith scarce resources (financial and human) we as a management team will need to be strategic and innovative
  • ANN MUST SAYSOur facility vision for the next five years is predicated on the successful implementation of a series of projects and actions:1. BCH – additional funding for operations (beds, 3 ORS etc) via PCOP discussions with the MOHEGH – New Wing project and associated early works and infrastructure PMC – Phase 1 built and operating; Phase 2 and Partnerships planning and build underwayBringing Peel and EGH ASB on line allow us the opportunity and space to distribute all administrative and back office functions across all sites.BCH:New beds, ORs open, Prep for movement of some services to PMCEGH: NewWing Open, Ancillary Services Bldg Open, Step 2 underwayPMC: Phase 1 Open, Phase 2 planning underway, Partnership Phase underway
  • Is there any questions. Open the floor for questions.Remind those of watching online can submit their questions now to town.halls@williamoslerhs.ca
  • Matt Anderson:Now, don’t go anywhere because I know you are all awaiting the conclusion of Mosler and how much we were able to raise for this year’s Employee Giving Campaign.Matt introduces Rick Matharu I’d like to introduce a special guest with a special talent: he is a local celebrity who holds a place on the Food Network’s Recipes to Riches thanks to his winning Butter Chicken Lasagna recipe.And, I understand he has brought a special sample of his new recipe for Butter Chicken Cake that he was probably up all night baking...RICK TAKES PODIUM WITH CAKE WHICH IS HANDED OVER TO JANETTE BEST…Rick is a radio host on a local Punjabi radio station. He also writes a food blog! 
  • Rick Matharu: Thank you, Matt.I must confess, I didn’t actually make the cake... and, it’s not butter chicken, so please don’t be afraid to sample it!Osler, it’s wonderful to be here today and thanks to your Town Hall meeting, I now have a better idea about the important work that goes on at your hospitals every hour of every day.Not the least of which, I understand includes a fundraiser called MOsler…at this time I’d like the three teams to join me up here.(NAVEED, KEN, MIKE JOIN RICK AT FRONT OF ROOM).One member from Team Pencil (Marc Davis) and one from Team Handlebar (Dr. Masood) could not be with us today.Now, to review, we know that MOsler involved three teams: And all six contestants aimed to raise as much money as possible to support the Employee Giving Campaign and to be invested into new spaces and equipment at the hospitals.It was a close one, but the team that raised the most was................... 
  • Rick Matharu: …that team was TEAM HANDLEBAR - who raised $1, 745!Congratulations, Team Handlebar!Todd comes in with breaking news….
  • Rick Matharu: We had a last minute donation that put Team Pencil in the lead!With a new total of $1,773.70, bringing them ahead of Team Handlebar.Congratulations Team Pencil! You now have bragging rights until next November!So, that takes us to the vote for the WORST MOUSTACHE as voted by you… And the envelope please! (TODD HANDS RICK ENVELOPE).
  • Rick Matharu: Team Magnum P.I !!Matt Anderson and Ken Mayhew, you have been voted for the “Worst Staches” by your peers at Osler!We have made you both appointments at The Jolly Sailor Tatoo Parlour to have yourWorst Stache tatoos inked on your forearms later, but for now, we are labelling you Worst Moustache by having you wear these T-shirts.PRESENT THEM WITH SHIRTSWe know your wives and families will be proud of you when you wear them out to Home Depot on the weekends... Be sure to proceed carefully in this attire!Also, as a consolation prize for Matt, the makers of Lady Bic Shavers are offering you a one-year contract to be their new spokesperson!! As for Ken, the producers of the new Ron Burgundy movie called and they want their suit back!Congratulations to both of you!MATT ANDERSON AND KEN MAYHEW PUT SHIRTS ON AND AD LIB.Matt Anderson thanks Rick for coming.Matt concludes the event and asks staff to fill out Town Hall evaluation forms.
  • Matt: ask people to fill out evaluation form found on chair (for those in the live audience) or for those web-streaming download it from the Osler Live page and email it to the town hall mailbox.
  • Transcript

    • 1. NOVEMBER TOWN HALL November 27, 2013
    • 2. OUR VISION PAT I E N T- I N S P I R E D H E A LT H C A R E W I T H O U T B O U N D A R I E S 2
    • 3. AGENDA • Welcome • Strategic Plan Update • Clinical Priorities Plan Update • Redevelopment Update • Questions & Suggestions • MOsler Results with Special Guest! Submit questions anytime at: town.halls@williamoslerhs.ca 3
    • 4. 2013-18 STRATEGIC PLAN: OUR 5 YEAR ROADMAP Enablers Clinical Priorities Plan Finance LRP/Budget Redevelopment In Development • IT/IM Strategy • Service Excellence Plan • Research Strategy Human Resources Plan 4
    • 5. CPP YEAR ONE HIGHLIGHTS... • Contemporary Vascular Program • Health Links • CTAS 2 Redesign/Level IV Trauma • Integrated & Virtual Mental Health & Addictions • Medical Model of Care • Stroke Strategy/Neurosciences • MSK Program • Ambulatory Care Review • Program / Service Planning for Peel Memorial and Etobicoke General • Bed Optimization Strategies 5
    • 6. KEY ASSUMPTION Initiating a shift in the model of care within the health system to: Increase Scheduled Outpatient Activity Reduce Unscheduled / Avoidable Emergency Visits and Inpatient Admissions 6
    • 7. SUPPORTING THE SHIFT Where we are at today: • 67 positions were affected • 26 early retirements or reassignments •11 positions eliminated (natural attrition/vacancy) • 30 notices issued • Working with affected people/unions on options • 5 involuntary exits projected 7
    • 8. YEAR ONE PROGRESS: HIGHLIGHTS • 2nd Patient Summit • Expanded Social Media • Health Links • 3rd Community Tele-Town Hall • Refreshed Clinical Priorities Plan • Research Program • Academic Partnerships 8
    • 9. Q2 PERFORMANCE 12 4 3 8 4 3 34 Corporate Scorecard Indicators New: Primary C-section, repeat unscheduled ED visits for mental health, preceptorships and more 9
    • 10. QUESTIONS? Submit online at town.halls@williamoslerhs.ca 10
    • 11. For tomorrow belongs to the people who prepare for it today African Proverb 11
    • 12. H ealt h THE NOTIONAL SHIFT... Pr omot ion & Pr imar y Pr event ion Pr imar y/ Secondar y Car e T er t iar y/ Q uat er nary Car e BCH PMC The Healthcare Continuum EGH Scr eening Communit y Part ners W illiam O sler H ealth System Mult i O r gan Tr ansplant Tert iar y Part ners Brampton Civic Etobicoke General Peel Memorial Today 40/60 40/60 (OP:IP) (OP:IP) N/A 10 years 20/80 60/40 80/20 (OP:IP) (OP:IP) (OP:IP) 12
    • 13. ENABLERS: OUR SITES Brampton Civic Today • Full-Service Acute Care Facility • 579 funded beds • Ambulatory Clinics • Clinical Support Services Peel Memorial Phase 1 Etobicoke General Today • Full-Service Acute Care Facility • 282 funded beds • Ambulatory Clinics • Clinical Support Services • • • • Acute Ambulatory Hospital Urgent Care Ambulatory Clinics Ambulatory Surgery/Procedures • Clinical Support Services 13
    • 14. THE NEXT FIVE YEARS & BEYOND Brampton Civic Etobicoke General Peel Memorial 5 to 10 Year View Optimize Site Use New Ors, DI, New IP Units Phase Two: 200 Beds 14
    • 15. QUESTIONS? Submit online at town.halls@williamoslerhs.ca 15
    • 16. MOSLER – UPDATE 16
    • 17. MOSLER’S THICK, BUSHY RESULTS = $4,685 $1,745.00 $1,495.00 $1,465.00 17
    • 18. TOP FUNDRAISER: TEAM HANDLEBAR 18
    • 19. BREAKING NEWS: TEAM PENCIL TAKES THE LEAD! 19
    • 20. MOSLER 2013’S WORST MOUSTACHE 20
    • 21. THANK YOU! Please fill out the evaluation form on your chair or fill out the online evaluation through survey monkey 21
    • 22. OUR VISION PAT I E N T- I N S P I R E D H E A LT H C A R E W I T H O U T B O U N D A R I E S 22

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